Any chance of a battle between Wallaceburg and Chatham hospital boards will be eliminated under new corporate and governance structures proposed for the Chatham-Kent Health Alliance.

Rob Devitt, the provincially-appointed supervisor who has been running the CKHA since September 2016, announced to local media Thursday his plan to merge the three corporations – Public General, St. Joseph's and Sydenham District hospitals – and their three separate boards of directors, into a single corporation with a single board.

He noted the CKHA's three corporations with its three boards were the only aspect of the operation that wasn't integrated, adding the CKHA has a single medical staff, patient record, payroll and general ledger.

Devitt compared it to having three bosses.

“That's a fundamental flaw.”

Devitt said the first change will be the Corporate Objects in the Letter Patent, which he describes as “the most fundamental, foundational piece of an organization, in terms of the legal documents.”

He said this will clearly articulate the plan to develop a system of hospital services on two or more sites, adding no one knows what the future may hold.

Dr. Pervez Faruqi, CKHA chief of staff since the new medical leadership was put in place during the restructuring process, said there has been no distinction between Wallaceburg and Chatham physicians.

“Most of the physicians are working at both sites, so it's only logical to have a single corporation that will simplify the governance,” he said. “The way I see it, it's win-win situation.”

However, moving to a single corporation means breaking ties with the Sisters of St. Joesph's.

“We have tried to negotiate a voluntary exit,” Devitt said, adding he has spoken with the St. Joseph's Care Society about a transfer in purchase and sale.

Noting he didn't want to get into the details, but it should be finalized shortly, Devitt said this was the same process used when assets were transferred at hospitals in cities including Sarnia, Sudbury and Peterborough.

“It will not be any money coming out of the hospital's current budget,” Devitt said, adding it will be worked through the province.

The supervisor has been part of various public engage events across Chatham-Kent and has found support for both having a non-denominational hospital corporation as well as a single corporation with one board.

He noted during community engagement outside of Chatham and Wallaceburg, the most common comment heard regarding governance was people saying, 'I'm sick and tired of hearing about Wallaceburg versus Chatham. What about me?'

Devitt said he will recruit the new 12-member board using the services of an executive search firm, as well as a committee made of CKHA leadership, a member of the rural health advisory committee and three residents – one from the north, central and south area of Chatham-Kent.

Based on the research of best practices for hospital governance, he said, “the evidence tells us it's a skills-based board.”

Devitt said there will be a “skills-screen” for every director, adding as an example, candidates with financial experience with a complex, large organization will be among those sought.

He noted six of directors will come from each of the wards in Chatham-Kent, one will come from a First Nations community served by the CKHA, and the remaining five will be citizens-at-large.

Devitt said during his community engagement, he heard from people who wouldn't have wanted to be part of the old governance structure, and viewed it as being very stressful.

“I hope people see this and view this with excitement,” he said when asked about the new structure being proposed.

Devitt said there will be plenty of support provided for the new board.

“The key will be training the board and having ongoing board education about the complexity of healthcare and about good governance.”

His proposed revamping of the corporate and governance structure still needs the blessing of both the Erie St. Clair LHIN and Ontario Ministry of Health.

An investigator, appointed by the province in August 2016, issued a scathing report on serious governance and financial issues at the CKHA, which had amassed a $21 million debt.

If approved, Devitt said he will also recommend a “coach” be appointed to help administration and the new board for an 18-month to two-year period “to make sure that the old culture doesn't creep back in.

“I think it's very important that the board have that, because culture is very powerful and it's also invisible,” he added.

Devitt said the signs of where the CKHA was heading were there five years ago, “but, no one was there to be that sort of bellwether.”